The Service Quality Dimensions that Affect Customer Satisfaction in
the Jordanian Banking SectorThe Service Quality Dimensions that
Affect Customer Satisfaction in the Jordanian Banking Sector
Miklós Pakurár 1, Hossam Haddad 2, János Nagy 3, József Popp 4,*
and Judit Oláh 1
1 Faculty of Economics and Business, Institute of Applied
Informatics and Logistics, University of Debrecen, 4032 Debrecen,
Hungary;
[email protected] (M.P.);
[email protected] (J.O.)
2 Károly Ihrig Doctoral School of Management and Business,
University of Debrecen, University of Debrecen, 4032 Debrecen,
Hungary;
[email protected]
3 Faculty of Medicine, Oncology Institute, University of Debrecen,
4032 Debrecen, Hungary;
[email protected]
4 Faculty of Economics and Business, Institute of Sectoral
Economics and Methodology, University of Debrecen, 4032 Debrecen,
Hungary
* Correspondence:
[email protected], Tel.: +36
30-297-3163
Received: 14 January 2019; Accepted: 18 February 2019; Published:
20 February 2019
Abstract: Banks must meet the needs of their customers in order to
achieve sustainable development. The aim of this paper is to
examine service quality dimensions, by using the modified SERVQUAL
model, which can be used to measure customer satisfaction, and the
effect of these dimensions (tangibles, responsiveness, empathy,
assurance, reliability, access, financial aspect, and employee
competences) on customer satisfaction in Jordanian banks. Data were
gathered from 825 customers in the Jordanian banking sector. The
sample data were statistically analyzed through exploratory factor
analysis by the SPSS program to determine service quality
perception and customer satisfaction. The results illustrate that
the modified SERVQUAL Model extracted four subscales in the new
model instead of eight in the initial model. The first subscale
contains four dimensions—assurance, reliability, access and
employee competences. The second subscale consists of two
dimensions—responsiveness and empathy. The third and fourth
subscales—financial aspect and tangibility—are separate factors.
Further studies should consider the dimensions of access, financial
aspect, and employee competences as essential parts of service
quality dimensions with the other subscales, so as to improve wider
customer satisfaction in the banking sector. In the authors’
opinion, the modified SERVQUAL model is useful for addressing
customer satisfaction in the banking sector.
Keywords: service quality; customer satisfaction; financial
aspects; access; employee; competences; banking sector
1. Introduction
Quality of service can be understood as a comprehensive customer
evaluation of a particular service and the extent to which it meets
their expectations and provides satisfaction [1].
Mualla [2] stated that banks amend, develop and, create effective
strategies to determine the different parameters influencing
service quality, in order to increase the number of their customers
based on the competitive market situation by evaluating customer
satisfaction with respect to the various dimensions that influence
service quality.
Due to the important role played by the banking sector in
Jordan—being one of the sectors that contribute to the national
economy—organizations need innovative solutions to improve the
value delivered to shareholders and customers in order to gain and
maintain a competitive advantage as
Sustainability 2019, 11, 1113; doi:10.3390/su11041113
www.mdpi.com/journal/sustainability
Sustainability 2019, 11, 1113 2 of 24
well as to avoid elimination from the banking sector. Managing
supply chain integration is a solution that has become recently
popular.
The SERVQUAL model is mainly used as a multi-dimensional research
instrument for customer satisfaction, and consists of the following
dimensions: reliability, empathy, responsiveness, assurance, and
tangibility. Three other dimensions were added to this model in our
study, which are financial aspect, access and employee
competences.
This study attempts to address this gap in the literature by
investigating customer satisfaction with service quality in
Jordanian banks. Particularly, Agbor [3] stated that customer
satisfaction has a relationship with service quality. At this
point, there is an important need to lead research in the business,
economic, and management fields. Some research has clarified the
relationship between customer satisfaction and service quality with
service quality dimensions. This indicates that there is a need for
further studies in this area.
This study aims to identify service quality dimensions, which can
be used to measure customer satisfaction, and evaluate the effect
of service quality dimensions (tangibles, responsiveness, empathy,
assurance, reliability, access, financial aspect, and employee
competences) on customer satisfaction in the Jordanian-banking
sector.
The question had been structured to explore the research objective.
The research question is the following: which service quality
subscales have the most significant impact on customer satisfaction
in the Jordanian banking sector?
Finally, this is the first study to investigate these proposed
relationships in Jordan. Therefore, it contributes to the existing
literature by filling these apparent gaps, providing insights for
both researchers and practitioners.
2. Literature Review
2.1. Customer Satisfaction
Banking has devoted increased attention to quality of service and
greater efforts have been made to reach a high level of service
quality in order to satisfy clients [4]. The definition of service
differs from one person to another. It is an ambiguous and complex
concept, owing to the characteristics of services being
heterogeneous, intangible, and perishable in terms of production
and consumption [5]. There is no agreed definition, but the quality
of service can be understood as a comprehensive customer evaluation
of a particular service and the extent to which it meets their
expectations and provides satisfaction [1].
The rapid growth of the Jordanian banking sector has created a
competitive environment and new thinking for banks to understand
customer perceptions of quality of service in order to attract
customers in a competitive market. Banks support different types of
services, which include corporate banking, individuals,
investments, treasury, and electronic services. In order to develop
service standards and techniques, managers have to be willing to
understand the gap between the perceptions and expectations of
customers [4]. Because of their increased awareness, customers are
concerned about service quality—should they continue with their
current bank or switch to other banks—depending on their level of
satisfaction [6].
Mualla [2] stated that banks amend, develop, and create effective
strategies to determine the different parameters influencing
service quality, which increase the number of customers in a
competitive market.
Banks have imperative needs in the competitive market to find
methods to improve service quality, and to systematically attain,
monitor, and maintain this quality in order to reach optimal
customer satisfaction. In addition, the implementation of the
principles of Corporate Social Responsibility (CSR) is also
emphasized [7]. Indeed, Jordanian banks need to shed light on many
aspects that concern customers and are relevant to their banking
needs. It will be worth advising banks to create the right approach
to satisfy existing customers and target new customers [1].
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Banks try to satisfy customers by increasing the perceived service
quality; in this respect, Parasuraman et al. [5] stated the
importance of a strong relationship between quality of service and
customer satisfaction. In other words, one can state that the most
important fact is that the customer is at the center of attention
[8]. Moreover, a negative discrepancy between perceptions and
expectations—a ‘performance-gap’, as it is referred to—causes
dissatisfaction, while a positive discrepancy leads to consumer
satisfaction [9].
Customer satisfaction measures the performance of organizations
according to their needs. This further provides a measurement of
service quality. By providing feedback on service aspects,
customers can actually comment on products and services
[1,10].
In today’s marketplace, if organizations fail to provide product
and service quality, they lose customers to other competitors [11].
Consumers are becoming more demanding, and their quality
expectations have increased; as a result, organizations must be
customer-centered, deliver superior value to customers, build
relationships, and work on market engineering. Today’s
organizations keep track of their customers’ expectations, their
own performance, customer satisfaction, and even their
competitors.
The business environment in the international banking sector has
changed rapidly and dramatically over the past decade [12]. Banks
have a share of responsibility, and the impact of the global
financial crisis on consumer perceptions and behavior has been
analyzed by several studies [13–15]. The banking industry plays an
important role in the economy. Because of developments in
technology, changing customers’ needs and governmental regulations
and policies, we can clearly see the challenges arising from
increased competition in the market. Banks have a prime concern to
satisfy customers’ needs, and they keep a close eye on the level of
customer satisfaction. This strategy helps banks to retain
customers for a longer period. The cost of attracting new customers
is higher than the cost of retaining established customers.
Jordanian banks provide traditional and non-traditional services,
which include retail banking, bank loans for individuals, corporate
banking, and electronic services, among others. There is a great
need to examine the impact of service quality on customer
satisfaction in Jordanian banks.
According to Sharmin et al. [16], satisfaction is the customer’s
feeling regarding the outcome of an evaluation process, which
compares what was received from the service and the commodity with
expectations. Satisfaction concerns the customer’s judgment as to
whether the goods and services meet expectations and needs, and
provide a satisfactory level of consumption-related fulfillment.
Koutsothanassi et al. [17] examine the conceptual framework that
connects the links between both physical services and interactive
features, and their impact on customer loyalty.
According to Figure 1, several factors are connected to customer
loyalty and customer satisfaction. These factors include financial
measures, lending, deposits, and a number of other services that
are used by customers.
Figure 1. Service profit chain. Source: Authors’ own analysis,
2018.
Profit and growth are achieved by customer loyalty; moreover, the
loyalty is a direct result of customer satisfaction. Satisfaction
is influenced by the services that have been provided to customers.
Organizations seek long-term profitability, and for this reason,
they use a service-profit chain audit to
Sustainability 2019, 11, 1113 4 of 24
determine what drives increases in profits and suggests ideas for
developing strategies. Managers work hard to determine how they
define a loyal customer.
Banks face challenges in providing financial services to companies
because they are restricted insufficient rules and regulations,
lack of lending capacity and methods, lack of an appropriate
enabling environment, and inadequate financial and information
technology [18] and infrastructure. Some companies also lack the
necessary management skills to improve operations. In addition,
banks work with companies in order to improve their financial
transparency; moreover, they must be equipped to offer sustainable
products and services to customers. Managing customers’ risks, and
ensuring satisfaction and loyalty is directly related to service
quality [19].
The Central Bank of Jordan issued "instructions on dealing with
customers fairly and transparently" in 2012 and enforced it in
2013. The instructions tackled a number of issues, including
transparency and credit controls of the retail portfolio, limits on
certain commissions and fees on banking services, protecting
customers’ dormant accounts, and effectively solving consumer
complaints [20].
2.2. Service Quality
In a user-based approach, quality corresponds to satisfaction: the
highest quality means the best satisfaction of consumers’
preferences [21]. Organizations have realized that service quality
brings a sustainable and competitive advantage. Service quality and
customer satisfaction are critical success factors for companies
that are thinking about competitiveness, development and growth in
the market [22]. Different definitions of service quality have been
proposed by researchers; they state that it involves conforming to
requirements.
According to Rauch et al. [23], in order to conduct a comprehensive
evaluation of a company, the management has to compare its
performance with its customers' expectations and with the
performance of other companies in the same industry. Service
quality is briefly defined as how companies meet or exceed customer
expectations. Researchers agree on the definition of service
quality, saying that service delivery can coordinate with, match,
or override the desires of shoppers. Service quality improves
customer satisfaction and cost management increases profit
[21].
Parasuraman et al. [5] and Parasuraman et al. [24] recommended
SERVQUAL, a service quality model to measure the scale of
difference between what consumers expect and their perceptions.
Parasuraman et al. [24] proposed 10 dimensions for service quality:
tangibles, reliability, responsiveness, competence, courtesy,
credibility, security, access, communication and understanding the
customer. There has recently been an increase in the number of
researchers looking to develop service quality as an instrument in
banks. Service quality is considered a multidimensional construct;
most researchers have used the SERVQUAL model in order to measure
service quality and customer satisfaction in banks. Service quality
in the SERVQUAL model consists of five dimensions: reliability,
responsiveness, assurance, empathy, and tangibles.
These dimensions are used in service quality gap, which implies
that there is a difference between the expectations of customers
and perception of services [25]. Yarimoglu [21] highlighted the
characteristics of services.
Intangibility means that services are invisible, cannot be touched,
tasted and/or smelled, and it becomes difficult for the customer to
evaluate their quality. Customer satisfaction is affected by the
intangible side through service performance. Heterogeneity implies
that no services will be the same, which is a challenge for the
quality of services. Simultaneity indicates that services are
produced and consumed at the same time, and are thus formed in the
interaction of employees and customers. Perishability is due to the
fact that the service cannot be saved, stored, resold, or
returned.
In the first SERVQUAL model, there were Likert-type items to
measure the perceived level of service provided and the expected
level of service quality. As the SERVQUAL model evolved, the
original 10 dimensions were reduced to five. Mauri et al. [26]
define service quality as “a multidimensional concept, assessed and
perceived by consumers, according to a set of essential
parts,
Sustainability 2019, 11, 1113 5 of 24
grouped in five categories, namely: tangibility, reliability,
responsiveness, assurance and empathy”. Siddiqi [27] states that
the SERVQUAL model is an appropriate assessment tool to measure
service quality perceptions.
2.3. Dimensions of Service Quality
In particular, this study considers eight dimensions of service
quality (tangibles, responsiveness, empathy, assurance,
reliability, access, financial aspects, and employee competences)
that have an impact on customer satisfaction, in order to identify
each factor’s potential impact on the Jordanian banking sector.
These dimensions consist of the five dimensions of the SERVQUAL
model and three extra issues have been added to meet the precise
needs of Jordanian banks. The selection of the extra three
diminutions is based on the literature.
2.3.1. Reliability
Parasuraman et al. [5], Parasuraman et al. [24] and Parasuraman et
al. [28] found that reliability means organizations perform a
service correctly the first time. Moreover, it shows that
organizations strive to fulfill promises and pay attention to the
results. Reliability has been classed as the first dimension of the
SERVQUAL service quality model. Studies of Lam [29] ranked
reliability as first in the dimensions of the service quality
model.
2.3.2. Assurance
Assurance has been defined as employees’ courtesy and knowledge,
and their capacity to transfer confidence and trust to customers
[28]. The opinions of researchers on the ranking of assurance among
service quality dimensions is varied. Assurance is ranked first
according to Gronroos [30], while the author of [28] ranked it in
fourth place. Assurance means keeping customers informed in their
native language and listening to them, regardless of their
educational level, age, and nationality. Parasuraman et al. [28]
states that assurance indicates the attitudes of the employees and
their behavior, and the staff’s ability to provide friendly,
confidential, courteous, and competent services.
2.3.3. Responsiveness
Parasuraman et al. [28] highlighted that the responsiveness of
willing employees involves telling customers exactly when things
will be done, giving them undivided attention, promoting services,
and responding in accordance with their requests. Responsiveness
was ranked as the third dimension in SERVQUAL 1994.
2.3.4. Tangibles
Parasuraman et al. [5], Parasuraman et al. [24] and Parasuraman et
al. [28] identify tangibles as physical facilities (equipment,
personnel, and communications materials). It is the physical image
of the service that customers will use to assess quality. Tangibles
are associated with the physical facilities, tools, and machines
used in order to provide the service, as well as representations of
the services, such as statements, cards (debit and credit), speed,
and efficiency of transactions. Several privileges are included in
tangibles such as; external appearance, counters in the bank,
overdraft facilities, opening hours, and speed and efficiency of
transactions. Parasuraman et al. [24] stated that tangibles have
the same importance as empathy. The authors argued that it is
advisable to consider including opening hours of operations under
the empathy dimension; furthermore, the reliability dimension may
include overdraft privileges [3]. Sharmin et al. [16] consider
tangibles as a distinct element, showing consistency across
cultures.
Sustainability 2019, 11, 1113 6 of 24
2.3.5. Empathy
Customers need to feel that they are made priority by the
organization providing services. Empathy means caring, paying
personal attention, and providing services to customers [28]. The
core of empathy is conveying the feeling that the customer is
unique and special. Parasuraman et al. [28] stated that
quantitative studies that have identified service quality model
dimensions have used security, credibility, and access to measure
empathy.
2.3.6. Access to Service
Yarimoglu [21] defines access as approachability and ease of
contact—the service is easily accessible by telephone, the waiting
time to receive the service is not extensive, there are convenient
hours of operation, and the service facility is in a convenient
location. Access means the ease and convenience with which
customers can use the services that banks offer. Approachability
and ease of contact are the two most important elements of
accessibility. Research has shown that greater accessibility to
services results in increased customer satisfaction [31]. As one of
the dimensions of service image, accessibility may have a
significant direct or indirect influence on a bank’s customer
satisfaction and loyalty [32].
2.3.7. Financial aspect
Interest policy is a factor that refers to the pricing policies
adopted by banks. Banks try to offer customers a competitive
interest rate on loans and deposits. Customers, too, compare the
charges of different banks and consider aspects such as financial
fines as a part of their satisfaction quotient [33]. Therefore,
financial aspects have a positive influence on customer behavior
and their satisfaction reflects on the profitability of the banks.
Marketers can assess customer profitability individually by various
channels. Many banks measure customer satisfaction, but only a few
measure individual customer profitability.
2.3.8. Employee Competences
An optimal service is the result of several integrated factors
related to individual service, employee competences and
organizational strategies that suit appropriate skills. Human
competency is one of the most common areas involved in the
management of people at work [34]. It is very difficult to enjoy
life without productive work, and any activity that has so much
importance must evoke strong and positive or negative reactions and
these reactions tell how satisfied or dissatisfied one is with
one’s work. Haddad [35] states that competences include knowledge,
skills, abilities, values, motivation, initiative, and
self-control.
2.4. The Banking Sector in Jordan
Jordan’s geographic location has presented the country with several
major challenges, such as wars in Iraq, Syria and Palestine.
However, relative security provides a safe business environment.
These, and cheap labor are key factors attracting investment in
Jordan. Currently, the Central Bank of Jordan regulates the
financial operations of banks and institutions operating in the
country. By 1964, the Central Bank of Jordan was established as an
independent legal entity with capital fully owned by the Jordanian
government. Among the several tasks implemented by the Central Bank
of Jordan are the regulating and supervising of all banks, issuing
banknotes and coinage in Jordan, providing necessary liquidity for
licensed banks and managing reserves of banks, as well as
maintaining monetary stability [36].
The Jordanian banking system is composed of the Central Bank of
Jordan and all licensed banks operating in the Hashemite Kingdom of
Jordan. Licensed banks operating in Jordan include all banks
(commercial and Islamic) and non-Jordanian banks. Licensed
membership for banks is mandatory for all Jordanian banks and
branches of non-Jordanian banks operating in Jordan.
Sustainability 2019, 11, 1113 7 of 24
2.5. Company Performance, Sustainability and Customer
Satisfaction
Companies nowadays use the concept of capital maintenance in order
to prepare their financial statements, which is considered a
measure of profit. Jianu et al. [37] stated that the concepts of
capital maintenance, which are proposed by the international
accounting standard board (IASB) framework, offer the option of
choosing between financial and physical capital. Jianu et al. [37]
mentioned that users were unable to pick concepts of capital to be
maintained by the company because:
(1) they are not sure about the importance of the concepts of
capital maintenance and the effect they have on the measurement of
income.
(2) the legal framework particular to every country means that
financial capital is mainly maintained in nominal monetary
units.
(3) the IASB Framework has not yet established a reliable model for
maintaining physical capital.
The guidance of both IFRS and IASB, international financial
reporting standards, boost financial capital maintenance and the
concept itself. The reason for this is that by using the concept of
financial capital maintenance, profit can be measured. We know and
appreciate the concept of profit. In a business environment, profit
has various meanings, depending on individual perspectives. The
continuous rise in prices in an inflationary environment affects
profit, which means this profit does not economically represent the
real environment [37].
In order to achieve economic development and sustainability for
banks, it is essential to strike a balance between economic
profitability and people's social and environmental expectations
[38]. Sustainability appears as a requirement in connection with
quality dimensions and customer satisfaction. Cinjarevic et al.
[39] emphasizes on the importance of the sustainability of service
quality dimensions in their empirical research into the banking
industry. A study by [40] concludes that sustainable human resource
management practices improve the capability of the service to have
satisfied customers.
3. Research Hypotheses
Service quality and customer satisfaction
Service quality is unanimously recognized as an indicator of an
organization’s competitiveness [5,24]. Service performance is
considered a strategic weapon which leads to achieving customer
satisfaction in a service industry [32]. Hence, by offering a
superior quality of service, organizations can obtain a competitive
advantage [32]. Parasuraman et al. [24] argue that customers assess
the service quality differences between what they are looking for
according to their needs and their expectations related to it on
the one hand, and the actual perceived services that they receive,
on the other. Parasuraman et al. [5] and Parasuraman et al. [24]
proposed the SERVQUAL model to fill the gap between customers’
expectations and perceptions, and actual service performance.
Service quality can be measured using five dimensions: tangibility,
reliability, assurance, responsiveness, and empathy. Moreover,
SERVPERF arose as a response to criticism of the gap in the
SERVQUAL model, because the SERVQUAL model measured customer
satisfaction only after the service was provided [41]. However, the
SERVQUAL model is the most commonly used to measure and evaluate
service quality around the world, even in the banking sector.
Therefore, regardless of the increasing use of SERVQUAL, there are
differing opinions on its operation and effectiveness. Thus,
researchers have modified the SERVQUAL model and added new
dimensions: access, financial aspect and employee competences
[5,24,27,42–44].
H1: Service quality positively influences customer
satisfaction.
The relationship between service quality dimensions and customer
satisfaction
In the literature, authors are convinced of the intimate
relationship between service quality and customer satisfaction, and
they point out that the higher the service quality, the higher the
levels of
Sustainability 2019, 11, 1113 8 of 24
customer satisfaction, especially in the banking sector [27,45–47].
Parasuraman et al. [24] argued that service quality and customer
satisfaction are two diverse notions but closely related to each
other in the service sector. In recent years, several authors have
discussed and emphasized the relationship between these two common
constructs in banking sectors and have found a positive and
predictive relationship between service quality and customer
satisfaction [27,48–50]. Ultimately, service quality
dimensions—tangibility, reliability, assurance, responsiveness,
empathy, access, financial aspects, and employee competences—are
used to assess the effect of the quality of the banking service on
customer satisfaction in the Jordanian banking sector. The next
section presents the sub-hypotheses.
The relationship between tangibility and customer
satisfaction
In the banking sector, the tangibility dimension becomes intrinsic
in service quality, according to the tangible facets of the
servicescape, such as equipment, physical facilities, and visual
appeal [5]. Subsequently, in the banking sector, it can be said
that there is a significant influence of tangibility on customer
satisfaction [46,51,52]. Similarly, many researchers have found a
meaningful influence in this sense [48–50].
Parasuraman et al. [5] have defined tangibility as the appearance
of physical facilities, equipment, personnel, and communication
materials. It may also be defined as the clear visibility of
resources necessary for providing a service to customers, the
appearance of the management team and professional employees,
brochures and booklets, which will have an effect on customer
satisfaction [53]. Ananth et al. [51] found that attractiveness,
physical facility, and visual appeal could be considered positive
indicators of tangibility on customer satisfaction in the banking
sector. Furthermore, various researchers have found that there is a
positive effect on the relationship between customer satisfaction
and tangibility in the banking sector [53–55]. Moreover,
Krishnamurthy et al. [49] and Selvakumar [50] emphasized that
tangibility has a positive impact on customer satisfaction in
banking services. Ananth et al. [51] showed that in the banking
sector sophisticated equipment and an attractive ambiance is viewed
as the impact of tangibility on customer satisfaction. Thus, based
on the above arguments, this leads to the development of the
following hypothesis:
H1a: Tangibility positively influences customer satisfaction in the
Jordanian banking sector.
The relationship between reliability and customer
satisfaction
Researchers have demonstrated that the reliability dimension of
service quality has a positive impact on customer satisfaction
[5,24]. Ennew et al. [42] revealed that reliability could be
considered the extent to which customers can rely on the service
promised by the organization. Parasuraman et al. [5] has defined
reliability as the organization's capability to tool up the
service, dependently and independently. As a standard of service
quality, reliability has a significant impact on customer
satisfaction [24]. Ennew et al. [42] defined reliability as the
ability to do and perform the required service for customers
dependably, accurately and as promised, and the capacity to treat
problems faced by customers. Taking actions to solve problems,
performing the required services right from the first occasion, or
providing services at the proper time are critical. Maintaining an
error-free record is the paradigm of reliability in terms of
service quality, and has an important impact on customer
satisfaction [24].
Peng and Moghavvemi [47] contend that the most important factors in
retaining customers in banking services are accuracy in completing
orders, maintaining precise records and quotations, accuracy in
billing, and fulfilling promised services. These are the basic
aspects of reliability. The extant literature has also revealed
that reliability has a positive relationship with customer
satisfaction in the banking sector [46,47,49,50,54]. Therefore,
based on the above arguments, we reached the following
hypothesis:
H1b: Reliability positively influences customer satisfaction in the
Jordanian banking sector.
The relationship between assurance and customer satisfaction
Sustainability 2019, 11, 1113 9 of 24
The assurance dimension of service quality indicates employees’
competence, knowledge and courtesy, and the ability to build
bridges of trust with customers [5]. Assurance is defined as the
knowledge and good manners or courtesy of employees [46]. Further,
it is defined as the ability of employees, with the help of the
knowledge they possess, to inspire the trust and confidence that
will strongly influence the level of customer satisfaction [24].
There is a positive relationship between assurance and customer
satisfaction [49,50,53,54]. In the banking sector, assurance is
related to the security that a customer feels when conducting his
banking transactions [42]. Providing customer assistance in a
courteous manner, accuracy in completing orders, easy access to
account details, convenience within the bank, maintaining precise
records and quotations, employing an experienced professional team,
and fulfilling promised services will have a positive impact on
customer satisfaction [56]. Based on the above discussion, we
reached the following hypothesis:
H1c: Assurance positively influences customer satisfaction in the
Jordanian banking sector.
The relationship between responsiveness and customer
satisfaction
The responsiveness dimension of service quality is related to the
organization’s willingness and ability to help customers, and to
provide quick service with proper timeliness [5]. The willingness
of employees to provide the required service at any time without
any inconvenience will have an impact on customer satisfaction
[24].
Responsiveness is primarily concerned with how service firms
respond to customers via their personnel. Individual attention will
increase the customer’s satisfaction and so will the attention paid
by employees to the problems that face customers; when this
happens, a radical shift occurs in their satisfaction.
Arguably, banking sector responsiveness has a direct relationship
with customer satisfaction [46,49,50,55]. Based on the above
statements, we can state that the responsiveness dimension of
service quality will strongly influence customer satisfaction in
banking and therefore, the research proposes the following
hypothesis.
H1d: Responsiveness positively influences customer satisfaction in
the Jordanian banking sector.
The relationship between empathy and customer satisfaction
Ennew et al. [42] point out that the empathy dimension of service
quality means being attentive in communicative situations,
understanding customer needs, showing friendly behavior, and taking
care of a customer's needs individually. Navaratnaseel and
Periyathampy [57] defined empathy as the ability to take care of
customers and pay attention to them individually, especially while
providing services. Moreover, Parasuraman et al. [24] argued that
understanding customer expectations better than competitors and the
provision of care and customized attention to customers strongly
influences the level of customer satisfaction. Ananth et al. [51]
revealed that a positive impact on customer satisfaction is brought
about by convenient working hours, individualized attention, a
better understanding of customer's specific needs in the banking
sector and the empathy dimension, all of which play a crucial role
in customer satisfaction [49,50,54,57]. According to the above
reviews, the study proposed the following hypothesis:
H1e: Empathy positively influences customer satisfaction in the
Jordanian banking sector.
The relationship between access and customer satisfaction
Access refers to whether the service is convenient, easy to access,
and can be contacted easily. It includes convenient office times
and available times for transactions to be executed. Four
measurement items for this construct were taken from [31]. Access
to service means the ease and convenience at which customers can
use the services that banks make available to their customers.
Approachability and ease of contact are the two most important
elements of accessibility. Research shows that greater
accessibility to services results in increased customer
satisfaction [31]. As one of the
Sustainability 2019, 11, 1113 10 of 24
dimensions of service image, accessibility may have a significant
direct or indirect influence on bank customers’ satisfaction and
loyalty [32]. The following hypothesis is suggested:
H1f : Access positively influences customer satisfaction in the
Jordanian banking sector.
The relationship between the financial aspect and customer
satisfaction
Sharma Naveen [58] has modified the SEVQUAL model by adding the
financial aspect. Significantly, the financial aspect is a new
dimension, not similar to any of the original SERVQUAL scale
dimensions. It refers to the organization's profit, which is
subjectively measured through profit in recent years, the profit
increment ratio, the effectiveness of financial management, the
achievement of financial goals and the effectiveness of financial
measures [33]. The financial aspect dimension of service quality is
attentive to the customer as a factor of financial benefits
[16,58]. Many researchers have argued that financial aspect has a
positive impact on customer satisfaction. Many researchers [35,61]
have stated that a competitive interest rate offered on different
loans and deposits has a great impact. Moreover, customers compare
the reasonableness of the charges among different banks, and choose
the most suitable charge [58,60]. Based on the above publications,
the following hypothesis is proposed:
H1g: The financial aspect positively influences customer
satisfaction in the Jordanian banking sector.
The relationship between employee competences and customer
satisfaction
Human competences is one of the most common areas in the management
of people in the workplace. Competences include knowledge, skills,
abilities, values, motivation, initiative, and self- control [35].
Many researchers argue that employee competences have a positive
impact on customer satisfaction [6,35,58]. Sharma Naveen [58]
argues that it is necessary that the employees know a bank's
products well, be prompt in serving the bank, and have the
necessary knowledge to serve customers promptly. Employees should
not hesitate to find the time to serve the customer better, and
know what satisfies customers, since all these components relate to
giving customers the necessary knowledge and to understanding their
specific needs [6]. Accordingly, based on the above reviews, the
study formulates the following hypothesis:
H1h: Employee competences positively influence customer
satisfaction in the Jordanian banking sector.
3.1. Conceptual Framework
Figure 2 shows a model that represents the effects of service
quality dimensions on customer satisfaction using the modified
SERQUAL model. Three new dimensions were added to the original
SERQUAL model, which consisted of five factors. The new added
factors are financial aspect, employee competences, and access
[24,28,35,61–63].
Figure 2. The service quality dimensions of customer satisfaction.
Source: Authors’ own analysis, 2018.
Sustainability 2019, 11, 1113 11 of 24
3.2. Research Variables and Operational Definitions
The operational definition developed below is based on the
literature review, and clarify the effect of service quality
dimensions on customer satisfaction in the Jordanian banking
sector. It provides a theoretical foundation and develops research
hypotheses.
3.2.1. Independent Variables
Service quality includes a number of dimensions that have an
influence on customer satisfaction from a customer’s perspective.
The model shows the improved service quality model with the
following dimensions: tangibles, responsiveness, empathy,
reliability, assurance, financial aspect, access, and employee
competences [23].
The questionnaire for the service quality model was constructed for
the independent variables with the number of questions as follows:
5 for tangibility, 4 for responsiveness, 4 for assurance, 5 for
empathy, 4 for reliability, 3 for access, 6 for financial aspect,
and 3 for employee competences. The number of questions selected
was determined based on their importance in the literature.
3.2.2. Dependent Variable
Customer satisfaction is a measure of how services are supplied to
customers. In order to develop service standards and techniques,
managers have to be willing to understand the gap between the
perceptions and expectations of customers [4]. Customers’ decisions
are affected by the service support available after delivery of the
service. Delivery of high-quality service helps to build and
maintain long-term relationships with bank customers. As a result
of this, banks try to work on customer retention and market share
by aiming at special target markets. How service quality in
Jordanian banks affects customer satisfaction is the main core of
the present study. The rapid growth of the Jordanian banking sector
creates a competitive environment and makes banks understand
customer perceptions of the quality of service in order to attract
customers in a competitive market. Four questions are related to
customer satisfaction.
4. Methodology
4.1. Data Collection
Books, annual reports, journals, and the Internet were the
secondary sources of the research, used to obtain the information
needed to design the model and the analysis. The survey, as a
primary source, was used to collect the relevant data to study the
impact of service quality on customer satisfaction in Jordanian
banks. The method of collecting data was done using traditional
paper questionnaires and an online Google Survey, tailored to the
convenience of the respondents. Bank employees assisted in the
distribution and collection of questionnaires.
The questionnaires were distributed and collected from customers of
Jordanian banks from December 2017 to April 2018. The proper sample
size was determined to reflect the respondents’ opinions [41].
Altogether, 825 questionnaires were found suitable for data
analysis.
The questionnaire consisted of three parts; the covering letter,
questions related to demographic data, and a section that measured
independent and dependent variables. A five-point Likert scale was
applied for the variables, with responses as follows: Strongly
agree = 5, agree = 4, neutral = 3, disagree = 2 and strongly
disagree = 1.
4.2. Methodology of Statistical Analysis
In the demographic analysis of data, we present the distribution of
respondents by gender, age, occupational, educational and other
aspects, and then carry out statistical analysis of research
questions. In doing so, we primarily consider the distribution of
variables to assess the possibilities for further analysis. We then
demonstrate the reliability of the scales selected from the
literature,
Sustainability 2019, 11, 1113 12 of 24
primarily by using the Cronbach-alpha indicator, including a series
of questions that measure the overall satisfaction of the
customers.
Considering that the purpose of our research is primarily the
effect of the selected eight dimensions on overall satisfaction, we
first examine whether the scales of the eight dimensions are
individually correlated with the target variable, as the items that
do not correlate with the target variable are not important and are
unnecessary for us. We then analyze the internal structure of the
eight scales selected for the independent variables. It follows
from our assumption that the target variable is not included in
this analysis.
From the point of view of selecting further test methods, it is
essential that the said internal structure is substantially
one-dimensional or contains several distinctly independent and
relatively independent hidden dimensions. In the latter case, it
may be important to identify the nature of these independent
dimensions, their exact relationship and the extent of their impact
on the target variable to make corporate decisions, e.g.,
maximizing the target variable at a lower cost. In order to examine
the fundamental nature of the internal structure, we performed a
principal component analysis, which showed that it was essentially
the former case, i.e. a one-dimensional structure, so it did not
make sense to use more sophisticated methods. Therefore, we
performed a main component analysis and with oblique rotation,
promax, the goal being to construct a model that best fit the
dimensions already accepted in the literature. Thus, we set up four
dimensions or sub-scales whose reliability was controlled by the
Cronbach-alpha indicator, and our research hypotheses on how they
affect overall customer satisfaction were checked by non-parametric
correlation analysis.
4.3. Validity and Reliability
Validity and reliability are among the most important criteria with
which to assess the credibility of research outcomes and findings
[64]. Validity and reliability should be reflected in the
measurements and variables of the research, in particular, and in
the findings in general. They also apply to the way in which these
variables were chosen. Saunders et al. [65] pointed out that the
measurements should be reliable and precise, so that if another
researcher uses the same instruments or measurements, that
researcher should obtain the same results.
The content validity of the questionnaire was ensured by an
extensive review of related literature; the face validity of the
measurement instrument was evaluated through a pilot study. The
following two sections explain reliability and validity
respectively, as they apply to this research.
Cronbach’s alpha is the most common measure of scale reliability
[66] and shows the extent to which a set of items constituting a
scale are inter-related. The values assumed by Cronbach’s alpha
range between zero and one (0-1). Higher values indicate a higher
reliability of the scale and vice versa. As a general rule for good
reliability, [67] recommend that Cronbach’s alpha values should be
0.70 or more. However, even though a value of 0.70 or higher is
generally preferred, Nunnally [68] recommends that a lower
threshold of 0.60 will be acceptable for work involving the use of
newly developed measures such as those in this study.
All alpha values were greater than 0.70, as shown in Table 1, which
shows the reliability for the service quality dimensions.
Sustainability 2019, 11, 1113 13 of 24
Table 1. Reliability of the scale’s variables.
Independent Variables Number of Items Cronbach Alpha
Independent variable 36 0.938 Tangibles 5 0.843 Responsiveness 4
0.885 Empathy 6 0.896 Assurance 4 0.898 Reliability 5 0.885 Access
3 0.906 Financial aspect 6 0.886 Employee competencies 3 0.906
Dependent variable 4 0.876 Customer satisfaction 4 0.876 Overall 40
0.947
Source: Authors’ own analysis, 2018.
5. Results and Discussion
5.1. Respondents’ Demographic Characteristics
The analysis of the data gathered revealed the following results in
terms of gender, age, academic level, relationship duration with
the bank, type of banks, bank preferences, clients, type of
account, type of product and service, currency, type of
transactions, reason for choosing the bank, location, and
profession of customers. Sample by gender distribution shows that
males represent 49.9% of the 825 respondents, while the ratio of
females is 50.1%. The results indicate that most of the respondents
(73.47%) are middle-aged, from 18 to 39 years old. Distribution by
academic level shows that most respondents have a higher level of
education (82.8%). Banks attract new customers—35.75% of the
interviewees have a relationship lasting from one to five years,
although more than half of the respondents (58.96) have been
committed to the banks for 10 years. Most customers prefer to deal
with Jordanian banks (94.42%) rather than foreign banks (5.75), and
the customers of Jordanian banks prefer commercial banks (89.93%)
to Islamic banks (10.06%). The respondents are customers of 19
Jordanian banks; 73.31% of them are customers of four banks: The
Trade Bank, Ahli Bank, and Union Bank. The current account (65.09)
is the most popular type of account used by customers of Jordanian
banks; the second most popular is the savings account (29.45%) and
third is the deposit account (5.45%). In Jordanian banks, there are
five types of products and services: bank loans for individuals,
corporate banking, electronic services, investment accounts, and
bank account services; of these, most customers use bank account
services (60.24%). The interviewees prefer to use Jordanian Dinars
(96.36%) instead of other currencies. The banking transactions that
respondents prefer are in-person branch experiences and ATM
transactions (79.99%). The most important factors when a customer
selects a bank are the quality of service and location of the bank
(55.87%). Amman is the capital of Jordan and most of the commercial
transactions are here, 68% of banks are located in the capital.
Half of the banks’ customers work in the private sector
(50.56%).
5.2. Relationship between Service Quality and Customer
Satisfaction
Checking the hypothesis, we tested the correlation between the
dependent variable customer satisfaction and the items of the
independent variables of service quality, which are tangibility,
responsiveness, empathy, assurance, reliability, financial aspect,
access, and employee competences, using Spearman’s non-parametric
test, which requires fewer assumptions about the distribution of
values in a sample than a parametric test. It measures the rank
correlation between the variables
Tangibility and customer satisfaction: All the five tangibility
items have significant and positive correlations with customer
satisfaction; variable Tan1 (0.436) has the lowest and variable
Tan5 (0.551) has the highest value.
Sustainability 2019, 11, 1113 14 of 24
Responsiveness and customer satisfaction: The four responsiveness
items are also significantly and positively associated with
customer satisfaction, with lowest and highest correlation values
of Res3 (0.548) and Res1 (0.641), respectively.
Empathy and customer satisfaction: The six empathy items and
customer satisfaction are significantly and positively correlated,
with the lowest item being Emp6 (0.465) and the highest Emp5
(0.654).
Assurance and customer satisfaction: the statistical results
indicate that there are significant and positive correlations
between the four items of the independent variables and customer
satisfaction (Assur4 (0.576) is the lowest and Assur3 (0.682) the
highest).
Reliability and customer satisfaction: As a result of the analysis,
variable Rel4 (0.548) has the lowest and variable Rel5 (0.700) has
the highest correlation value. The five reliability items are
significantly and positively associated with the dependent variable
customer satisfaction.
Access and customer satisfaction: Three access items and customer
satisfaction are also significantly and positively correlated. The
minimum and maximum correlation values are Acc3 (0.597) and Acc2
(0.668), respectively.
Financial aspect and customer satisfaction: Six items of financial
aspect are correlated significantly and positively with customer
satisfaction, with Fin2 having the lowest value (0.456) and Fin5
the highest (0.670).
Employee competences and customer satisfaction: All the three
employee competences items are significantly and positively
associated with the dependent variable, with Ecom3 having the
highest value (0.702) and Ecom1 the highest (0.728).
5.3. Structure of Items of Service Quality Variables
Factor analysis assesses the relationship structure between
research variables. Our first analysis found that there are four
factors with eigenvalues above one. Because the items mostly lie on
one dimension, we can decide on one component, but we can decide
between one and four according to the number of factors. Taking
into account that we originally had eight groups of questions, we
will use the maximum possible number of principle components, which
proved to be four, so we will try to build a model of four
principle components.
In the first trial of the principle component analysis, all the
communalities were appropriate, ranging between 74.5% which is
found with Emp2, and 44.1% with Emp6, both from the empathy
scale.
Of the factors extractable from the analysis (tangibility,
responsiveness, empathy, assurance, reliability, access, financial
aspect, employee’s competences( and the related eigenvalues, four
factors were extracted. There were four values above the eigenvalue
of one and they are listed as items 1-4. The first factor accounts
for 53.424% of the variance, while all the remaining factors are
weak.
All the communalities are high enough for the analysis to be
continued (the rule of thumb is to be above 0.25). The highest
communalities are found at Emp2 from the empathy scale with
extraction explaining 75.4 % of the variance, while the lowest
communalities are found at Emp6 from the empathy scale, with
extraction explaining 41.1 % of the variance. The original sum of
the squared loadings of components was 19.233, 1.957, 1.290, and
1.030. After rotation, the sum of the squared loadings of
components was 17.077, 16.136, 10.386, and 13.144. We extracted an
appropriate number of factors. Rotation will ensure that the
variability explained is more or less evenly distributed between
the factors.
Four factors were determined: Factor 1, consisting of reliability,
assurance, access and employee competences; factor 2, consisting of
empathy and responsiveness; factor 3, consisting of financial
aspect, and factor 4, consisting of tangibility. A pattern matrix
provides information about the unique contribution of a variable to
a factor. We used the loading greater than 0.4, following Stevens
(2012). At this stage, we reached a rotated solution, and were able
to see the factor scores. In the solution, all four components are
almost appropriate because at least five items belong to each
component; however, the cross-loading problem still exists. In the
following stage, step by step, we left out several items so that we
could complete the model without cross loading.
Sustainability 2019, 11, 1113 15 of 24
Below we present the final model. Communalities are appropriate
because all of the items above are higher than 0.25. The highest
communalities were found at Emp3 from the empathy scale with an
extraction of 76% of the variance, while the lowest communalities
were found at Emp4 from the empathy scale with an extraction of
51.4% of the variance.
The initial eigenvalues indicate that the first four factors are
meaningful as they have eigenvalues higher than one. Factors 1, 2,
3 and 4 explain 53.188%, 5.769%, 4.003%, and 3.249% of the
variance, respectively, with a cumulative total of 66.208%
(completely acceptable). The extraction sums of squared loadings
provide similar information based only on the extracted factors.
The original sum of squared loadings was 16.488, 1.788, 1.241, and
1.007. After rotation, the sum of squared loadings was 14.614,
13.668, 9.854, and 11.354.
The Pattern Matrix shows the factor loadings for the rotated
solution. Factor loadings are similar to regression weights (or
slopes) and indicate the strength. The solution has been rotated to
achieve an interpretable structure. When the factors are
uncorrelated, the Pattern Matrix and the Structure Matrix should be
the same, which is not the case here. In Table 2, the component
correlation matrix shows that factors 1, 2, 3 and 4 are
statistically correlated.
Table 2. Component correlation matrix.
Component 1 2 3 4
1 1.000 0.766 0.590 0.694 2 0.766 1.000 0.600 0.693 3 0.590 0.600
1.000 0.526 4 0.694 0.693 0.526 1.000
Extraction method: Principal component analysis. Rotation method:
Promax with Kaiser Normalization. Source: Authors’ own analysis,
2018.
Reliability has been examined for the items, as shown in Table 3,
which includes the original 36 items, which become 31 after
rotation; the new subscale score of the Cronbach’s alpha value is
0.969. The new subscales of assurance, reliability, access, and
employee competencies were originally made up of 15 items; but
three of them have been deleted (Assur2, Assur3, Assur4) because of
cross loading. The final Cronbach’s alpha is 0.951. The subscale of
responsiveness and empathy originally included 10 items; two of
them have been deleted—one from the responsiveness subscale (Res1),
and the other from the empathy subscale (Emp6); the final Cronbach
alpha value here is 0.931. The subscale of the financial aspect
originally consisted of six items, none of which have been deleted;
the total Cronbach alpha value is 0.886. The subscale of
tangibility initially consisted of five items; no items have been
deleted, and the final Cronbach’s alpha value is 0.843.
Table 3. Reliability of the variables (Cronbach’s alpha).
Variables Original Number of Items Items after Deletion Cronbach's
Alpha
Assurance, reliability, access and employee competences
15 9 0.951
Responsiveness, empathy 10 8 0.931 Financial aspect 6 5 0.886
Tangibility 5 5 0.843 Total/overall Cronbach’s alpha 36 31
0.969
Source: Authors’ own analysis, 2018.
5.4. New Model after Rotation
Comparing the new model of service quality in Figure 3 with the old
one in Figure 2, we can observe that we now have four subscales in
the new model, instead of eight subscales in the initial model. The
first subscale contains four dimensions—assurance, reliability,
access and employee competences. The second subscale consists of
two dimensions—responsiveness and empathy. The third and the fourth
subscales, financial aspect and tangibility, are separate
factors.
Sustainability 2019, 11, 1113 16 of 24
The subscales of service quality and customer satisfaction in the
Jordanian banking sector shown in Tables 4–6 consist of 31 items;
the Cronbach alpha of reliability is 0.969, which indicates that
the scale has high reliability. The total items show the
reliability for each item on each factor. Reliability could not be
improved by deleting any of the items.
Figure 3. New service quality model with correlation values.
Source: Authors’ own analysis, 2018.
Table 4. Reliability statistics.
0.969 31
Table 5. Item-total statistics.
Corrected Item-Tota Correlation
Cronbach's Alpha if Item Deleted
Tan1 111.72 561.230 0.541 0.969 Tan2 112.29 554.573 0.653 0.968
Tan3 112.44 555.599 0.600 0.968 Tan4 111.93 555.036 0.673 0.968
Tan5 111.94 553.285 0.681 0.968 Res2 112.11 549.698 0.768 0.968
Res3 112.36 548.490 0.686 0.968 Res4 112.18 547.235 0.774 0.967
Emp1 112.37 545.143 0.749 0.968 Emp2 112.03 549.150 0.790 0.967
Emp3 112.31 547.224 0.762 0.968 Emp4 112.15 556.330 0.632 0.968
Emp5 112.23 545.367 0.777 0.967 Assur1 111.77 552.982 0.732 0.968
Rel1 112.23 547.572 0.762 0.968 Rel2 111.90 552.139 0.746 0.968
Rel3 112.21 552.320 0.610 0.968
Sustainability 2019, 11, 1113 17 of 24
Table 5. Cont.
Corrected Item-Tota Correlation
Cronbach's Alpha if Item Deleted
Rel4 112.30 554.309 0.657 0.968 Rel5 112.12 547.593 0.801 0.967
Acc1 112.10 552.642 0.779 0.968 Acc2 112.13 552.131 0.785 0.967
Acc3 112.12 553.586 0.745 0.968 Fin1 112.76 555.555 0.565 0.969
Fin2 112.96 556.392 0.537 0.969 Fin3 112.34 547.476 0.631 0.968
Fin4 112.58 545.176 0.677 0.968 Fin5 112.43 545.835 0.718 0.968
Fin6 112.41 555.101 0.619 0.968 Ecom1 112.12 549.712 0.796 0.967
Ecom2 112.12 551.592 0.781 0.967 Ecom3 112.03 551.972 0.754
0.968
Source: Authors’ own analysis, 2018.
Table 6. Correlations.
Variables Customer Satisfaction
Sp ea
rm an
's rh
Sig. (2-tailed) . 0.000 0.000 0.000 0.000 Assurance, reliability,
access and employee competences
Correlation coefficient
Sig. (2-tailed) 0.000 . 0.000 0.000 0.000 Responsiveness.
empathy
Correlation coefficient
Sig. (2-tailed) 0.000 0.000 . 0.000 0.000
Financial aspect Correlation coefficient
Sig. (2-tailed) 0.000 0.000 0.000 . 0.000
Tangibility Correlation coefficient
Sig. (2-tailed) 0.000 0.000 0.000 0.000
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Authors’ own analysis, 2018.
All tested correlations were significant at the p < 0.0005
level, and are shown in Table 6. The statistical results indicate
that all research hypotheses are true. The order of principle
components based on the measure of correlation is tangibility,
responsiveness, empathy, assurance, reliability, access, employee
competences, and financial aspect.
The first subscale affecting customer satisfaction consists of
assurance, reliability, access and employee competences dimensions,
and this subscale is in a significant and positive relationship
with customer satisfaction (r = 0.799). The second subscale
contains responsiveness and empathy, which is significantly and
positively correlated to customer satisfaction (r = 0.710). In the
third subscale, the correlation between financial aspect and
customer satisfaction is positive and significant (r = 0.660).
Finally, in the fourth subscale, tangibility and customer
satisfaction has a correlation value of 0.619, which also indicates
a significant and positive relationship.
5.5. Service Quality Positively Influences Customer
Satisfaction
The relationship between service quality and customer satisfaction
is examined in the Jordanian banking sector, using the modified
SERVQUAL model and adding three dimensions—access, financial
aspect, and employee competences—to the basic model. The result
shows that service quality has a positive and significant effect on
customer satisfaction.
These results are consistent with previous studies in Iran, Uganda,
Jordan and India, which show the importance of service quality to
improve bank customer satisfaction [45,46,62,69].
Sustainability 2019, 11, 1113 18 of 24
5.5.1. Tangibility Positively Influences Customer Satisfaction in
the Jordanian Banking Sector
The results reveal that tangibility has a positive and significant
effect on customer satisfaction. The results showed that
tangibility is the fourth factor of the service quality dimensions.
Moreover, the result indicates that Jordanian bank customers were
satisfied with the physical appearance of the service, such as
employees’ neat appearance, modern looking equipment, and the
materials associated with the service, and that they found it easy
to use. Many studies defined tangibility as those things related to
appearance, equipment, personnel, and communication [24,25]. The
results imply that the customers of the Jordanian banking sector
are satisfied and that they view tangibility as an important
factor. These findings are similar to previous studies
[45,46,48–52] and inconsistent with one study [70] that found the
opposite relationship between tangibles and customer
satisfaction.
5.5.2. Responsiveness Positively Influences Customer Satisfaction
in the Jordanian Banking Sector
Responsiveness has a positive and significant effect on customer
satisfaction. The result shows that customers were satisfied with
the responsiveness of the employees as found by previous studies
[6,25,29,55,64]. Findings indicate that employees are willing to
help customers, bank employees are able to respond to requests and
that they have the confidence to tell customers when services will
be performed. Several authors identify responsiveness as being
willing to help clients and give quick service; it is communicated
to customers by the length of time they have to wait for assistance
and attention to problems.
5.5.3. Empathy Positively Influences Customer Satisfaction in the
Jordanian Banking Sector
Empathy and responsiveness together form the second factor. Empathy
also proved to be significantly related to customer satisfaction.
With good communication and an understanding of customer needs and
friendly behavior, empathy will be achieved [42]. The result
implies that customers of the Jordanian banking sector are
satisfied in terms of the empathy dimension when branches are in a
convenient location, they receive good care, there are good
operating hours, and staff have an understanding of their needs. In
addition, understanding customer expectations will influence better
performance among competitors. These findings are in line with
previous studies [49,50,54,57].
Communication might be an element that could build an empathetic
relation between a bank and its customers [71]. A possible solution
could be sustainable market communication. Academics and
professionals pay more attention to social and environmental
aspects that affect human behavior. Companies are more aware of and
responsible for activities that impact the society and the
environment. Consequently, companies adopt sustainable development
as a cornerstone in their policies to boost the relationship
between social and environmental issues. Value creation by
marketing action can be achieved, as can communication to achieve
business sustainability, which positively influences
performance.
5.5.4. Reliability Positively Influences Customer Satisfaction in
the Jordanian Banking Sector
The results showed that reliability takes its place as a primary
factor in service quality dimensions, together with assurance,
access, and employee competences. The results show that reliability
has a positive and significant effect on customer satisfaction. The
expectation in the bank is to have sympathy with customers’
problems and to keep bank records. The findings imply that
Jordanian bank customers were satisfied with the reliability
dimensions, including the bank keeping accurate records, performing
the promised service on time, and having staff ready to help with
problems. Moreover, Parasuraman et al. [5] found that reliability
is the ability to perform services required by the customer. These
findings are consistent with previous studies
[46,47,49,50,54].
Sustainability 2019, 11, 1113 19 of 24
5.5.5. Assurance Positively Influences Customer Satisfaction in the
Jordanian Banking Sector
Assurance is a primary factor, together with reliability, access,
and employee competences. The assurance dimension was found to have
a positive and significant effect on customer satisfaction in the
Jordanian banking sector. The customers of Jordanian banks showed
their satisfaction in terms of the assurance dimension in that the
bank employees have knowledge, courtesy, and the ability to inspire
confidence in customers. Jordanian bank employees are polite, have
sufficient knowledge, and can be trusted. Many studies point out
the positive relationship between assurance and customer
satisfaction [49,50,53,54].
5.5.6. Access Positively Influences Customer Satisfaction in the
Jordanian Banking Sector
Access is a primary factor, together with reliability, assurance,
and employee competences. The results show that the access
dimension significantly influences customer satisfaction in the
Jordanian banking sector. Parasuraman et al. [28] stated that
access could be understood in terms of services being easy to
access and delivered in time. Moreover, approachability and ease of
contact are relevant. Access was included in empathy in the
SERVQUAL model, which was developed by [28]. This result implies
that, according to the customer’s perspective, the access dimension
was perceived with significantly positive expectations in the
Jordanian banking sector. The finding confirmed that customers are
looking for easy ways of receiving the services offered, more
options related to receiving services, and also the facility to
receive the chosen service in the preferred location, time and way.
The findings are in line with [32], and in constant with
[31].
5.5.7. Financial Aspect Positively Influences Customer Satisfaction
in the Jordanian Banking Sector
The results showed that the third factor of service quality
dimensions is the financial aspect. The result shows that there is
a significant relationship between financial aspect and customer
satisfaction. The finding means that customers in Jordanian banks
are satisfied with the financial aspect in terms of pricing, bank
charges, and interest policy. This explains why the variation is
significant in customers’ overall satisfaction.
Pricing, bank charges, and interest policy are considered factors
that have turned out to be rather insignificant determinants of
customer satisfaction.
This is in conformity with previous findings that stated there is a
positive relationship between the financial aspect and customer
satisfaction [33,58,59]. To a certain extent, this can be
attributed to the fact that the standardized regulations laid down
by the Central Bank of Jordan are followed by these banks.
Therefore, researchers believe that customers’ identification with
these factors has a significant influence on their overall
satisfaction. It was also found that a majority of the sample
customers were, in general, satisfied with the overall service
levels of their banks.
5.5.8. Employee Competences Positively Influence Customer
Satisfaction in the Jordanian Banking Sector
Employee competence is a primary factor together with reliability,
assurance, and access. This study tested the impact of employee
competences on customer satisfaction and shows that employee
competences have a positive and significant impact on customer
satisfaction. The results indicated that employee competences were
a primary factor, with reliability, assurance and access of service
quality dimensions. This result indicates that customers in the
Jordanian banking sector are satisfied with employees’ competences.
Furthermore, this result shows that the Jordanian banking sector
has invested heavily in training and development efforts to develop
a multi-skill approach to understanding different customers.
Training programs help employees to improve their skills and
develop a service culture program, following the organizational
culture, or the ways the organization conducts its business, treats
its employees, customers, and the wider community, specifically
with regard to front-line staff.
Sustainability 2019, 11, 1113 20 of 24
These programs focus on employees’ interpersonal communication
skills and customer care and will help Jordanian banks treat their
customers in a professional and appropriate manner. Thus, delivery
of the promised service will be fulfilled, which in turn will
result in greater customer retention and satisfaction in the
Jordanian banks. These findings are in line with previous studies
[6,35,58].
6. Conclusions
To maintain a good quality service and develop a better-integrated
system, it is important to understand the attitudes of the
customer. Development of a tool to measure the satisfaction of
customers is essential for bank services. The SERVQUAL model is
generally applied to evaluate customer satisfaction, which has five
dimensions: tangibles, responsiveness, empathy, assurance, and
reliability. Study of the literature revealed that by adding three
dimensions—access, financial aspects and employee competencies—to
the SERVQUAL model, we can create a better tool for assessing
customer satisfaction.
Initially, customer satisfaction had eight dimensions: tangibles,
responsiveness, empathy, assurance, reliability, access, financial
aspect, and employee competences.
The analyses resulted in four subscales that can be applied as
appropriate managerial measuring scales for customer
satisfaction.
According to the analysis, the order of importance of the
subscales’ effects on customer satisfaction is as follows: First
subscale (assurance, reliability, access, and employee
competences), second subscale (responsiveness and empathy), third
subscale (financial aspect), and fourth subscale
(tangibility).
Based on this research, it can be recommended that the following
factors be applied for the measurement of customer satisfaction in
the area in question: professional features, caring, financial
aspect, and tangibility.
The issues that can be addressed when measuring customer
satisfaction at a bank are as follows.
1. Professional features: keeping records accurately, on-time
service, helpful employees, staff knowledge, courtesy; inspiring
confidence in customers, easy ways of receiving services, more
service options, flexible service location, and communication with
customers.
2. Caring: appropriate behavior of employees, willingness to help
customers, responding to requests, precise timing, branches in
convenient locations, good operating hours, and understanding
customer needs.
3. Financial aspect: interest rate offered with a variety of
banking products and services, and low risk.
4. Tangibility: physical appearance, employee’s neat appearance,
modern equipment, and easy-to-use methods.
Quality dimensions affect customer satisfaction similarly, so bank
managers need to pay attention to all factors; consequently, here
the Pareto principle is not applicable for quick improvement.
7. Recommendations
Based on our research in which a modified SERVQUAL model was
applied in the Jordanian banking sector, it can be recommended that
the model be modified to the area where it is used.
The usual factors to quantify service quality cannot be used in
every sector; therefore, it is advisable to apply it critically and
amend it if necessary. With this amendment, to obtain a proper
model, the number of questions and factors may decrease.
For future usage, we recommend introducing a new factor—financial
aspect—to improve the measurement of customer satisfaction in
banks.
As a result of the research conducted in the Jordanian banking
sector, we recommend evaluating the relationship between service
quality factors and customer satisfaction. Four factors are
recommended to measure customer satisfaction—professional features,
caring, financial aspect,
Sustainability 2019, 11, 1113 21 of 24
and tangibility. The research questions have been tested to measure
the quality of customer satisfaction that we recommend for further
studies and bank management.
Referring to earlier research results [71], it is advisable to
consider the concept of sustainable marketing when examining
consumer satisfaction, especially in relation to empathy.
An important conclusion of the study is that the impact of the
quality dimensions examined is similar to customer satisfaction, so
we advocate that managers pay similar attention to quality
factors.
The main limitations of the study are the timeframe and location of
data collection and consequently the generalizability and
applicability of the results. Service processes change over time,
so the quality and features of the service can be better understood
through long-term data collection and analysis. Similarly, research
is also limited geographically, as the subject of research is
restricted to Jordanian banks and the results can be used only to
some extent in other countries.
Author Contributions: All authors contributed equally to the
article.
Funding: This work was supported by
EFOP3.6.3-VEKOP-16-2017-00007—“Young researchers for
talent”—Supporting careers in research activities in higher
education program.
Conflicts of Interest: The authors declare no conflict of
interest.
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